"The results have been dramatic with a 50% increase in revenue over four years and a 400% increase in bottom line profit. Since the major refinancing almost two years ago we have reduced our borrowings by 25% and have been able to fund substantial improvements to the business from cash flow. In 27 years of business I have found this programme to be the most effective use of our time and money and ultimately the results have secured the future of my wife, 10 employees and myself."

Jon Deeprose, Owner, Macquarie Manor 

 

"They provide:
 
  • An outside perspective on the need for change and the way ahead.
  • A clear concept of the steps for implementing effective change.
  • A best practice process, using workbooks and various tools, that works at the level of our factory floor staff and at the level of our management
    both senior and middle. -
  • Well developed facilitation and motivational skills, which have helped us to make better decisions through the involvement of our people…………..
  • Full accountability for the company's achievement of its goals …"

Ian Fayman, Director, Australian Dyeing Company 

 

"In the four months since we began, the team is now all focussed on the right things. They are fired up and keen to achieve their goals and targets. In that short time sales are up by 6% and profits up by 14.5%. The loss making area is now a profit centre. The sales targets that seemed unattainable now seem well within our grasp!

Ros Bird, Managing Director, Coopers Recruitment 

 
"The TQW Board wishes to express their appreciation to you … for the excellent way you developed and led our TQW Supply Chain Partnership project. The demand chain developed, clearly has the possibility of becoming the model for the Australian wool industry to move from a commodity seller to a demand chain supplier. The project was clearly worth the twelve months we all contributed."

Andrew Johnston, Director Tasmanian Quality Wool Pty Ltd 

 
"We measure monthly progress against marketing and operational Action Plans for all product groups and make changes as needed. Sales are up 3.6% on budget, on the back of a 27.7% increase in material throughput. So we're decreasing costs and increasing sales volume. This has led to a >$250,000 turnaround, with for, example, a budgeted loss of $48,000 YTD end of October becoming a $52,000 profit.

Mike Turner, Managing Director, SVP Industries 

 
"The process has helped us deliver the following results: a) the merged publicly listed trustee and fund management company now has over $1 billion under management, a growth of 10% in the last year; b) the successful integration and associated synergies has lead to significant cost savings whilst maintaining service levels; c) revenues increased in 2002/03 to $14.39 million with consolidated net profits of $2.81 million; d) Earnings per Share have increased by 30% compared to pre-merger results."

Mark Scanlon, CEO, Tasmanian Perpetual Trustees Limited 

 
"WOW!!! Instead of leading the team myself, I now have the whole team fully conversant with the operation and understanding of the company. The programme increased awareness of the many aspects of running a small business, our vision, mission, goals and targets became valid as well as staff becoming much more aware of the operating costs. In the past twelve months we have improved visitation by 10% and average spend by almost 25% by simply carefully analysing marketing plans and growth areas identified in the plan."

Georgina Wylde, General Manager, Seahorse World 

 

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